1. Kraft Foods SAP Support and Operations Jane von Kirchbach
Global SAP Support and Operations Lead

2. Agenda Agenda About Kraft Foods SAP at Kraft Foods
Global SAP Support and Operations Overview
From Project to Support
Application Change Management
SLAs, KPIs, and Metrics
Customer Satisfaction
Best of Global… best of Local
Summary and Key Takeaways

3. About Kraft Foods

4. Fast Facts 2008 $41.9 billion in revenue
Sales in approximately 150 countries
Operations in more than 70 countries
Approximately 98,000 employees
Nearly $100 million in charitable contributions
With revenues of $41.9 billion, Kraft Foods is one of the world’s largest food and beverage companies.
For more than 100 years, we’ve offered consumers delicious foods they can feel good about.
We are truly a global company with Sales in 150 countries
Operations in 70 more
100K employees
And we show our culture of giving back both at the corporate and individual levers with matching programs and volunteer support-
Employees $1.4 Million &
60,000 hours of volunteering
In 2007 4

5. Fast Facts Worldwide headquarters: Northfield, Illinois, US
Eleven research and development centers
168 Manufacturing and processing facilities located in 47 countries
More Quick facts our HQ is Northfield IL
11 R&D centers throughout the world driving our innovation
168 MFG and processing locations in a staggering 47 countries 5

6. An Amazing Brand Portfolio
9 Brands with more than $1 billion in revenue
50+ Brands with more than $100 million in revenue
40+ Brands over 100 years old
Kraft Foods markets many of the world’s leading food brands.
Our products are present in more than 99% of US households and enjoyed everyday in over 150 countries.
Our billion dollar brands include:
Kraft, LU our newest brand, Maxwell House, Milka, Nabisco and its Oreo brand, Oscar Mayer and Philadelphia - My person favorite for its quality and name Jacobs, - no relations
2009 is a milestone year for some big names:
Ritz crackers celebrates 75 years in the US
The iconic "Happy Little Vegemites" jingle debuted in Australia in 1954, 55 years ago.    
Tang powdered beverage has been delighting consumers in China for 25 years.
And a few 50th anniversaries:
Jet-Puffed marshmallows, US
The famous "perking pot" advertising campaign for Maxwell House coffee in the US
O’boy chocolate drink mix, Sweden 6

7. Our Geographic Presence
Kraft Foods Europe
North America
Asia Pacific Region
Latin America Region
Central & Eastern Europe, Middle East & Africa Region

8. SAP at Kraft Foods
Project

9. Introduction to Catalyst
Catalyst is the name of our multi-year program to streamline and standardize how we work throughout the company and do business with customers, suppliers and other external partners
Catalyst will provide Kraft Foods with access to better information that we can use to respond more effectively to opportunities in the marketplace while helping us to better support business growth and address business challenges
Catalyst builds on original SAP system in EU and leverages newer technology of ECC 6
Original European SAP System (i.e. STAR or Catalyst Europe) has been live for 6? Years
Catalyst North America implementation in progress
Catalyst Asia Pacific implementation going live in October 2009

10. Catalyst significantly expands Kraft Foods SAP footprint

11. Catalyst North America
Catalyst NA went live in October 2007 with releases planned through 2011.
Today
End state
Plants (% of COGS) 28
63% 54
2008
2009
2010
Ext MFG (% of Spend Value) 52
69%
150
2008
2009
2010
$20B
82%
Revenue
$24B DJ
Catalyst has made very real progress
Note Plants as % of COGS
Ext as percent of Spend Value
2008
2009
2010
Trade Spend (% of AKV)
<1%
100%
2008
2009
2010
Users
30%
9,000
30,000
2008
2009
2010
2011
Status: 1 Aug st 2009
*(Revenue numbers based on 2007 figures) 11

12. Global SAP Support
and Operations Overview

13. Overview
SAP Support and Operations is a global organization supporting NA, EU, and soon AP Catalyst systems
Our teams support all live Catalyst SAP systems, including:
Enterprise Resource Planning (ECC)
Business Intelligence (BI)
Warehouse Management (WM)
Supplier Relationship Management (SRM)
Advanced Planning Optimization(APO)
Master Data Management (MDM)
Customer Relatioship Management (CRM) SAP
SAP Portals (Internal and External)
XI and other Misc. SAP Systems
Our team consists of internal employees and strategic partner staff, with on-site and off-shore (India) presence
Our responsibilities include:
Incident (ticket) management
Change Management
Small Enhancement Work
On-going operational activities
End user communications and alerts

14. Organization Structure
SAP Competency Centers - Global SAP Support and Operations
Functional Support Teams
MTI Support
Team
OTC Support
Team
STP Support
Team
RTR Support
Team
STC Support
Team
Technical and Assisting Support Teams
ABAP
Support Team
Master Data
Support Team
BI Support
Team
Security Support Team
NA SUPPORT AND OPERATIONS ORGANIZATION
EU Support and Operations Organization
AP Support and Operations Organization
XI Support
Team
Basis Support
Team
Portal Support
Team
Support Process Management Support Teams
Customer
Satisfaction
Manager
Operations
Manager
Process and
Change
Manager
Applications
and Tools
Manager
Functional and Project Teams, Legacy Teams and other internal/external partner Teams

15. If Critical or High issue, Helpdesk calls SAP On-Call Support
SAP Ticket Process
END USER
KEY USER
HELP DESK
SAP SUPPORT
1) End user experiences a problem
2) End user refers to training manuals or documentation
If unable to resolve…
3) End user contacts key user for assistance.
4) Key User reviews issue & advises end user of solution.
If unable to resolve…
5) key user / end user open call Kraft Help Desk to open
a ticket
5) Helpdesk gathers necessary info from key/end user and routes ticket to appropriate queue
If Critical or High issue, Helpdesk calls SAP On-Call Support
6) Makes contact with user to acknowledge ticket and/or get additional information
7) Continues to work with the user until issue is resolved
Support Team Leads, On-Duty SAP Support Manager (ODSM), Customer Satisfaction Manager, and Support and Operations Lead monitor and manage critical situations and escalations

16. Tickets Related Definitions
We classify our tickets, or Service Requests as:
RIR=Request for Incident Resolution = Issue, Defect or Bug
RFI =Request for Information = “How-to”
RFC =Request for Change = Enhancements, Small Changes
Routine RFCs – very small changes needed to keep business running (no design change)
Non-Routine RFC – small enhancements to improve design or functionality
Traditional Critical/High/Medium/Low priorities are used when to classify Service Requests
Ticket based SLAs are used to set targets and measure team’s performance per service request time and priority.
Time to Respond
Time to Propose a Solution
Time to Provide a Solution
Time to Close
Additional standards set around ticket management, including:
Standard Communication Templates
Status update frequency objectives

17. From Project to Support

18. Overview Hypercare Steady State Support
Hypercare begins immediately after a project’s go-live / deployment and lasts 4-8 weeks
During Hypercare period, Project team is responsible for support and defect resolution.
Informal issue reporting process is used, and issues are logged in project’s Testing Defects (Mercury QC) tool.
Steady State Support
Following Hypercare period, functionality and/or location is transitioned to Steady State Support.
Help Desk ticket process and associated steady state support tools are used to log and manage issues
Hypercare to Steady State Support Transition
A standard process is used to facilitate transition from Hypercare to Steady State
A set of criteria is used to assess readiness for move to Steady State Support

19. Transition Process
The following standard plan* is used for transitioning from Hypercare to Support:
* Above timeline is for Deployments, Releases have slightly longer Hypercare

20. Transition Criteria
We use a set of criteria to assess readiness for transition to Support, in the areas of:
Defect Management
Performance of System Design
Knowledge Transfer
Support of On-Going Transactions
Business Continuity Plan
Communication Tools and Procedures
Examples of specific criteria include:
No Critical defects remain open, minimal High defects and minimal OSS Messages remaining open
All in-scope business transactions have been executed at least once, successfully in Production (e.g. Month End Closing)
All Cutover security access been removed
Solution Manager documentation moved from Implementation to Global Template project
Knowledge transfer from the project team to support organization is complete

21. Application Change
Management

22. SAP Transport Process Transports to Production Environment
Scheduled Move to Production occurs 2 times per week
Move to Production Freezes are in place during Regression Testing, Go-Live and Quarter and Year-End Periods (emergency transport process available).
All transports follow approval workflow, with final approval from the SAP Change Control Board (CCB), pending quality validation
Transports to Non-Production Environments
Occur automatically per defined workflow – 6-12 times per day depending on target environment
RevTrac Tool (by Revelation Software) recently implemented to support Transport Process
Significantly reduced manual transport related activities
Automatic more to target environment per defined workflow
Custom workflow per object type/project/support

23. SLAs, KPIs and Metrics

24. SLAs, KPIs and Metrics
A set of end-to-end SLAs, KPIs and Metrics have been established to monitor performance and overall health of SAP Support and Operations:
Ticket Resolution Service Level Agreements (SLAs), including:
Time to Respond
Time to Propose a Solution
Time to Provide a Solution
Time to Close
Key Performance Indicators (KPIs), including:
Open vs. Closed Support Requests
% Tickets Managed by Partner Staff
Support Requests Aging
Average Time To Resolve Incident
Key Ticket and non-Ticket Metrics, including:
Weekly and monthly ticket Summary by team, process, severity, location
Processes Health Metrics
System performance and usage summaries
Volume of Transports to Production
OSS Notes
Average End-to-End Process Time
Tickets Requiring Rework
Time to complete Root Cause Analysis
End User Satisfaction

25. Sample Reports Tickets by Severity - Sample
Open vs. Closed Change Requests- Sample
Ticket Aging by Team - Sample
Open vs. Closed Incidents - Sample
Transports to Production - Sample
YTD Tickets by Team - Sample
YTD Ticket Aging by Team - Sample

26. Customer Satisfaction

27. Background and Approach
As Support Organization, Customer / End User Satisfaction is our top priority!
We measure Customer Satisfaction via:
Bi-Annual General Customer Satisfaction Survey
Monthly ticket specific Pulse Survey
Improvement Action Plans to improve executed following each survey
Survey questions focus on assessing Support Team’s:
Communication Skills
Business process understanding
Ticket resolution timeliness and quality
Help Desk experience
Overall satisfaction and feedback
A full time position of Customer Satisfaction Manager established, with focus on Customer Satisfaction Improvement initiatives
Visits to supported sites and locations
Relationship building with the end users
Follow-up with dissatisfied users
Escalation point for users related to customer service
Informal feedback and discussion sessions with the end users

28. Best of Global Best of Local

29. Best of Global… best of Local
What is GLOBAL in SAP Support and Operations?
Support model, processes and tools are consistent globally
Global Support and Operations Lead to ensure global consistency and synergies
Most SAP business processes and associated configurations (One Language Multiple Dialects)
What is LOCAL in SAP Support and Operations?
Unique differences due to varies level of maturity
Adaptation to local requirements (One Language Multiple Dialects)
Local Support and Operations Lead for each region
Select unique local customizations (i.e. tax/legal requirements, interfaces, etc.)
One Language Multiple Dialects
A governance model providing processes and tools to enable global and regional governance of the strategic SAP systems at Kraft Foods
‘One Language’ implies, having at the core : harmonised business processes, SAP elements and systems architecture where beneficial
‘Multiple dialects’ would imply non-core components and processes that need to be different, in order to accommodate local requirements

30. Summary and Key Takeaways

31. Summary and Key Takeaways
Kraft Foods’ SAP footprint continues to expand with project Catalyst
SAP systems are maintained by Global SAP Operations and Support Organization
Kraft Foods and Strategic Partner teams work together to ensure SAP systems are operating properly
Transition from Hypercare to Support processes facilitate smooth transition from Project to Support
SLAs, KPIs and Metrics are used to monitor and manage health of Support and Operations Organization, and SAP systems overall.
Transport tools and processes ensure facilitate solid application change management processes
Strong focus on Customer Satisfaction is key for success
Maintaining global consistency and efficiencies while providing strong local support is key to success

32. Thank you!